tag:www.econsultancy.com,2008:/topics/digital-strategy Latest Digital Strategy content from Econsultancy 2017-07-25T14:32:00+01:00 tag:www.econsultancy.com,2008:Report/4552 2017-07-25T14:32:00+01:00 2017-07-25T14:32:00+01:00 Trend Briefing: Artificial Intelligence (AI) <h2>Overview</h2> <p>Trend Briefing: Artificial Intelligence (AI) equips marketers with knowledge of perhaps one of the most prominent and exciting areas of tech innovation in 2017 – Artificial Intelligence.</p> <p>The guide was written by film and technology entrepreneur Steffan Aquarone, who has consulted and trained for big brands and spoken around the world on innovation, entrepreneurship and digital marketing, and features insights from senior marketers and innovators.</p> <p>It explains how and why AI has become such a talked about topic in recent years, suggests how marketers might benefit from its immediate practical applications and predicts what the technology might make possible in the near future.</p> tag:www.econsultancy.com,2008:Report/4551 2017-07-24T11:31:00+01:00 2017-07-24T11:31:00+01:00 Content Strategy Best Practice Guide <h2>Overview</h2> <p>The aim of this research was to identify best practice approaches, techniques, challenges and opportunities around digital content strategy.</p> <h2>Research methodology</h2> <p>The methodology involved two main phases:</p> <ul> <li> <strong>Phase 1:</strong> Desk research to identify relevant issues, examples and models.</li> <li> <strong>Phase 2:</strong> a series of in-depth interviews with a range of senior digital and non-digital marketing practitioners, Heads of Content, UX and Content Strategists. Interviewees for the research covered sectors as diverse as financial services, media, public sector, NGO and FMCG.</li> </ul> <h2>What you'll learn</h2> <p>This best practice guide:</p> <ul> <li>outlines some key definitions</li> <li>sets out a core process for content strategy in the digital age</li> <li>defines some key strategic models that enable the smart application of content in the service of achieving marketing objectives.</li> </ul> <p>Included in this report are the following:</p> <p><strong>The content strategy process</strong></p> <p>We define the importance of tying back to a solid strategic process that is aligned to answering the fundamental questions of strategy:</p> <ul> <li>Where are we now?</li> <li>Where do we want to get to?</li> <li>How do we get there?</li> <li>How do we know when we’ve got there?</li> </ul> <p>Our research has demonstrated this alignment to be critical to effective content strategy implementation.</p> <p><strong>Insight and persona generation</strong></p> <p>We discuss the key thinking and methodologies around successful persona generation, how brands are using personas to inform strategy and how relating content to a solid understanding of the customer journey through customer journey mapping can establish a firm foundation for success.</p> <p><strong>Aligning content with brand strategy</strong></p> <p>Defining a content marketing mission, and a key model for relating content to brand purpose and essence.</p> <p><strong>Distribution and format</strong></p> <p>We set out a key model for building an effective content ecosystem (borrowed from YouTube) – ‘Hero, Hub, Help’, look at an example brand that shows exemplary practice in this context, and consider the best ways of linking format selection with objective.</p> <p><strong>Optimisation culture</strong></p> <p>The practitioners interviewed for this report stressed the importance of developing a testing culture to ensure continuous, not just episodic, test and learn. When combined with a structured content calendar, this can bring both alignment and optimisation of resources and impact.</p> <p><strong>Content and technology</strong></p> <p>The marketing and content technology landscape is more complex than ever so how might practitioners best navigate through this complexity and make smart decisions about technology? Technology will play an ever-increasing role in the content marketing process and ecosystem, so how can marketers set themselves up for success?</p> tag:www.econsultancy.com,2008:Report/4535 2017-07-20T09:35:00+01:00 2017-07-20T09:35:00+01:00 2017 Measurement and Analytics Report <p>Never have marketers, analysts and ecommerce professionals had more data to work with as part of their ongoing efforts to improve business and organisational performance.</p> <p>At the same time, the growing challenge for individuals and organisations alike has been to avoid being overwhelmed by proliferating sources of data and metrics across a burgeoning number of marketing channels and technology platforms.</p> <p>The <strong>2017 </strong><strong>Measurement and Analytics Report</strong>, produced by Econsultancy in partnership with analytics consultancy <strong><a href="http://www.lynchpin.com/">Lynchpin</a></strong> for the tenth year running, looks at how organisations are using data strategically and tactically to generate insights and to improve business performance.</p> <p>The report aims to cut through the noise to understand how companies are using measurement and analytics to boost revenue and profit growth, while also looking at the types of technology and data which are used to meet these ends.</p> <p>The research, based on a survey of almost 1,000 digital professionals, focuses on the important role for data and analytics in supporting their attempts to build a competitive advantage by becoming more customer-centric. The report also explores how the worlds of data science and digital analytics are converging as companies strive to extract valuable insights from a wealth of information relating to digital activity in the context of the wider business.</p> <h2>What you'll learn from this research</h2> <ul> <li>Understand how analytics can help to meet financial goals and what the most common growth and profit-related requirements are.</li> <li>Discover how organisations are using data and analytics to build a competitive advantage by becoming more customer-centric.</li> <li>Benchmark the make-up of your analytics or data team and investment plans against those of your peers.</li> <li>Find out where the biggest analytics skills gaps are and what the most common challenges related to deploying tools and technologies organisations face.</li> </ul> <h2>Key findings from the report</h2> <ul> <li>The majority of companies (64%) do not have a documented data analytics strategy.</li> <li>Only 50% of organisations report executive sponsorship of analytics.</li> <li>Half of organisations surveyed regard digital analytics as ‘very important’ to their digital transformation programme (a jump from 43% in 2016).</li> </ul> <h2>Contributors</h2> <p>Econsultancy would like to thank the following people for their contributions to this report:</p> <ul> <li>Amiy Chatley, Digital Analytics Manager, TUI</li> <li>Matteo Fava, Global Head of Analytics, Delivery Hero</li> <li>Graeme McDermott, Chief Data Officer, Addison Lee</li> <li>Andrew Morris, ‎Head of Digital Insight Delivery, RS Components</li> <li>Alejandro Pereda, Head of Insight, Euromoney Institutional Investor plc</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> tag:www.econsultancy.com,2008:ConferenceEvent/894 2017-07-20T09:34:49+01:00 2017-07-20T09:34:49+01:00 Digital Intelligence Briefing 2017 <p>It's easy to be overwhelmed with the pace of change in technology and marketing. And unless you spend a lot of time immersed in news services, blogs and reports, it can be difficult to know what you really need to be paying attention to.</p> <p>So join us at this half-day session in the afternoon as we curate and highlight some of the key digital trends, challenges, opportunities and developments that are going to affect how markets are operating, what tools are being used, and how digital marketing practices are changing - making it simple for you to keep track of the key developments in digital technology and marketing.</p> <p>We will also be sharing the latest trends, best practices and data on Digital Transformation in HR and Content Marketing.</p> tag:www.econsultancy.com,2008:Report/4507 2017-07-20T08:45:00+01:00 2017-07-20T08:45:00+01:00 Digital Intelligence Briefing: 2017 Digital Trends in IT <p>The <strong>2017 Digital Trends in IT </strong>report, based on the seventh annual trends survey conducted by Econsultancy and <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, explores the digitally-driven opportunities and challenges facing organisations from the perspective of IT professionals.</p> <p>IT is now seen as an increasingly strategic function within the business, and pivotal to organisational attempts to embrace digital transformation and customer experience initiatives. It is no longer sufficient for the IT department to act merely in a support role when it comes to delivering against the company’s overarching business objectives. IT leaders need to take ownership and drive change within the modern, digitally-enabled organisation.</p> <p>The research is based on data from more than 500 IT leaders (manager level or above) who were among more than 14,000 digital professionals taking part in the seventh annual Digital Trends survey, carried out in November and December 2016.</p> <h3>The following sections are featured in the report:</h3> <ul style="font-weight: normal;"> <li>What keeps IT leaders up at night?</li> <li>2017 priorities for success</li> <li>Challenges of digital transformation</li> <li>Actionable tips to help future-proof your IT function</li> </ul> <h3>Findings include:</h3> <ul> <li>There is heightened pressure on IT practitioners to stay abreast of customer trends, and to deliver infrastructures that enable the real-time and personalised services users increasingly expect in the digital age. <strong>Keeping up with changing customer expectations and behaviour</strong> was cited as a key challenge by 40% of respondents, a greater proportion than those worried about keeping IT systems up and running.</li> <li> <strong>The threat of security breaches and cyber-risk threats</strong> is cited as a key concern by a higher proportion of respondents (41%) than any other area, and security of business and customer data is the most commonly cited IT leader priority for 2017.</li> <li>Larger organisations are less confident than their smaller counterparts when it comes to the <strong>adequacy of digital skills and talent</strong> within their business. With the rise of digital transformation, data scientists are at a premium, and few organisations have all the resources they need to make use of new analytics tools and capabilities.</li> <li>The impact of digital technology on workflows within organisations has been vast, affecting every business function from HR to finance, and marketing to procurement. Nearly half (49%) of IT executives indicate they have prioritised <strong>enhancement of digital workflows</strong>, for example via cloud-based tools, for 2017.</li> <li> <strong>Keeping ahead of major technology connected to innovation</strong> is another key challenge for IT leaders. Executives at large companies are notably more inclined to feel pressure regarding tracking technology and innovation trends than smaller company peers (46% versus 36%).</li> </ul> <p style="font-weight: normal;"><strong>Econsultancy's Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing">here</a>.</strong></p> tag:www.econsultancy.com,2008:Report/4538 2017-07-17T01:00:00+01:00 2017-07-17T01:00:00+01:00 State of Marketing Automation in Australia and New Zealand <p>The 'holy grail' of marketing automation envisaged by marketers sees the complete elimination of internal data silos to build a 360-degree view of the customer, and the utilisation of this intelligence to enable deeper, personalised engagement with prospects and clients.</p> <p>But how close are today’s marketers to realising this?</p> <p>This is Econsultancy’s first <strong>State of Marketing Automation in Australia and New Zealand</strong> report, published in association with <a title="Oracle Marketing Cloud" href="https://www.oracle.com/marketingcloud/about/australia-new-zealand.html">Oracle Marketing Cloud</a>.</p> <p>The research is based on a survey of over 350 marketing professionals based in Australia and New Zealand, and evaluates current adoption levels, tools and processes employed as well as barriers to effective use of marketing automation.</p> <p>Key insights from the research include:</p> <ul> <li> <strong>The majority of companies are choosing to manage their marketing automation in-house.</strong> Three in five (59%) organisations have an in-house team managing marketing automation activities, with only a fifth outsourcing them to an agency. Large organisations (with annual revenues of more than $50 million) are more likely to outsource their marketing automation.</li> <li> <strong>Budgets and internal buy-in are there, but a capability gap is hampering the potential of marketing automation.</strong> Encouragingly, a lack of budget and organisational buy-in prevents only a minority of organisations (20% and 12% respectively) from implementing their automation strategy. The most common barriers are related to data integration and inadequate resources.</li> <li> <strong>There’s a pressing need for data unification.</strong> Only a quarter of companies are working towards the creation of a unified database. Furthermore, nearly half of companies say that integrating data is the most significant barrier to effectively implementing a marketing automation strategy.</li> <li> <strong>Cloud-based SaaS platforms lead the way at an enterprise level.</strong> Large organisations (with annual revenues of at least $50 million) are more likely to use cloud-based SaaS platforms that include automation (38% vs. 28% of smaller organisations).</li> </ul> <p><strong>Download a copy of the report to learn more.</strong></p> <p>A <strong>free sample</strong> is available for those who want more detail about what is in the report.</p> tag:www.econsultancy.com,2008:WebinarEvent/887 2017-07-13T08:49:27+01:00 2017-07-13T08:49:27+01:00 Digital Transformation in the B2B Sector <p>This webinar will highlight results from Econsultancy's upcoming report, Digital Transformation in the B2B Sector.</p> <p>The live session will be hosted by <strong>Jeff Rajeck, Research Analyst, APAC at Econsultancy</strong>.</p> <h4>Webinar done in collaboration with:  <a href="https://www.ntuc.org.sg/uassociate/" target="_blank"><img src="https://www.ntuc.org.sg/uassociate/images/logo.png" alt="NTUC (U Associate)" width="341" height="101"></a> </h4> <p><strong>FAQ:</strong></p> <p><strong>I'm not an Econsultancy subscriber, can I join?</strong></p> <p>Ans: You sure can. The sessions are complimentary for existing customers and new friends.</p> <p><strong>Will the session be recorded?</strong></p> <p>Ans: Yes! We record all of our webinars, and we'll send out a link to the recording the following week.</p> <p><strong>What if I register but can't make it?</strong></p> <p>Ans: It's all good. We'll send a follow-up with key takeaways and a link to the recording.</p> <p><strong>Can I ask questions?</strong></p> <p>Ans: Absolutely! This session is for you. Bring your questions and participate during Q&amp;A.</p> tag:www.econsultancy.com,2008:WebinarEvent/886 2017-07-12T05:36:58+01:00 2017-07-12T05:36:58+01:00 Digital Transformation in the Financial Services and Insurance Sector <p>This webinar will highlight results from Econsultancy's new report, <a href="https://econsultancy.com/reports/digital-transformation-in-the-fsi-sector-gearing-up-for-success-in-a-changing-market/" target="_blank">Digital Transformation in the Financial Services and Insurance Sector</a>.</p> <p>The live session will be hosted by <strong>Jeff Rajeck, Research Analyst, APAC at Econsultancy</strong>.</p> <h4>Webinar done in collaboration with:  <a href="https://www.ntuc.org.sg/uassociate/" target="_blank"><img src="https://www.ntuc.org.sg/uassociate/images/logo.png" alt="NTUC (U Associate)" width="341" height="101"></a> </h4> <h4> </h4> <p><strong>FAQ:</strong></p> <p><strong>I'm not an Econsultancy subscriber, can I join?</strong></p> <p>Ans: You sure can. The sessions are complimentary for existing customers and new friends.</p> <p><strong>Will the session be recorded?</strong></p> <p>Ans: Yes! We record all of our webinars, and we'll send out a link to the recording the following week.</p> <p><strong>What if I register but can't make it?</strong></p> <p>Ans: It's all good. We'll send a follow-up with key takeaways and a link to the recording.</p> <p><strong>Can I ask questions?</strong></p> <p>Ans: Absolutely! This session is for you. Bring your questions and participate during Q&amp;A.</p> tag:www.econsultancy.com,2008:Report/4533 2017-07-04T11:00:00+01:00 2017-07-04T11:00:00+01:00 Achieving Predictive Maturity <p>The <strong>Achieving Predictive Maturity</strong> report, published in association with <a title="RedEye" href="https://www.redeye.com/">RedEye</a>, follows on from a survey of 400 marketers carried out for the <a title="Predictive Analytics Report" href="https://econsultancy.com/reports/predictive-analytics-report/">2016 Predictive Analytics Report</a> and aims to examine how companies move from a limited state where they are 'starting out' through to a 'strategic' state where predictive capabilities lie at the heart of the business.</p> <p>It is based on a series of interviews with senior practitioners along with insights from other primary Econsultancy research.</p> <h3>Key themes</h3> <p>The following themes are featured in the report:</p> <ul> <li>Having the right data remains the critical first step</li> <li>Data quality is an ongoing hygiene factor</li> <li>Automation and machine learning pave the path to the highest levels of predictive maturity</li> <li>Business goals need to remain front of mind</li> </ul> <h3>Contributors</h3> <p>Econsultancy would like to thank the following people for their contributions to this report:</p> <ul> <li>Nathan Ansell, Global Director of Loyalty, Customer Insight and Analytics, Marks &amp; Spencer</li> <li>James Backhouse, Marketing Director, Evans Cycles</li> <li>Richard Clark, Marketing Director, N Brown Group plc</li> <li>Matthew Curry, Head of Ecommerce, Lovehoney</li> <li>Lara Izlan, Director of Programmatic Trading, Auto Trader</li> <li>Simon Kaffel, Head of Data Transformation – EMEA, HSBC Retail</li> <li>Katrina King, Head of Customer Marketing, Direct Line Group</li> <li>Colin Lewis, CMO, OpenJaw Technologies (former marketing director, BMI)</li> <li>Peter Markey, Marketing Director, TSB</li> <li>Clement Mazen, Senior Growth Manager, HomeAway</li> </ul> tag:www.econsultancy.com,2008:BlogPost/69214 2017-06-29T13:00:00+01:00 2017-06-29T13:00:00+01:00 What can we learn about CPG product strategy from new haircare brand Form? Bola Awoniyi <p>Today we focus on one of these new brands, from a startup we have explored before.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Your hair. Your journey. Your life. Your style. Introducing FORM a new prestige hair care collection. <a href="https://twitter.com/hashtag/YouMadeThis?src=hash">#YouMadeThis</a> <a href="https://t.co/dEmwXrlDiM">pic.twitter.com/dEmwXrlDiM</a></p> — FORM (@formbeauty) <a href="https://twitter.com/formbeauty/status/877103924582514688">June 20, 2017</a> </blockquote> <p><a href="https://formbeauty.com/">Form</a> is the latest brand by <a href="http://walkerandcompany.com/">Walker &amp; Co</a>, the startup CPG firm making health and beauty simple for people of colour. The company has had investment from famed VC firm Andreessen Horowitz (investors in Facebook, AirBnB &amp; Buzzfeed among others), as well as the likes of rapper Nas and basketball legend turned business mogul Magic Johnson.</p> <p>While it's first brand, <a href="https://getbevel.com/">Bevel</a>, is focused on shaving solutions for men of colour, Form is an inclusive haircare brand suitable for all women.</p> <p>How does the sister brand match up and what lessons can be learned from its launch? Let's find out.</p> <h3>Differentiation based on service and brand</h3> <p>While it was clear that Walker &amp; Co were preparing to bring out a new female focused brand, it was not clear how the vision would be executed.</p> <p>Based on comments Walker &amp; Co CEO Tristan Walker <a href="https://www.youtube.com/watch?v=3TvqGQR_0MI">made at Code Commerce</a>, I had assumed that the company would be producing a very limited product range, with different versions for different hair types.</p> <p>Form has gone further and delivered a service element that recommends a selection of products from its range, along with usage suggestions to fix the hair issues they didn’t know they had.</p> <p>They do this by asking the user for information on haircare habits and lifestyle choices, which, combined with their insights, allows Form to provide the perfect products for their customer.</p> <p><img style="width: 600px; height: 269px;" src="http://s3-eu-west-1.amazonaws.com/pmiproductionmediaassets/ckeditor/pictures/data/192.png" alt=""></p> <p>To sweeten the deal, the brand provides 1-on-1 consultations and offers to compare a sample of consumers’ hair at the beginning of usage, with hair after a month’s use, to prove the impact of the products.</p> <p>This is quite a fundamental transition for the purchasing habits of most. </p> <p>Many consumers buy their haircare products based on more artificial criteria, like marketing-induced habit or simply because they like the aroma.</p> <p>At the other end of the spectrum, especially among women of colour where hair types vary a lot more, “product junkies” spend thousands annually, looking for the right combination of products for their hair texture and condition, with very little evidence or legitimate criteria for the results they are looking for.</p> <p>Complementing Form's service, which aims to be all inclusive, is branding that is overt in its egalitarian ideals.</p> <p><img style="width: 600px; height: 342px;" src="http://s3-eu-west-1.amazonaws.com/pmiproductionmediaassets/ckeditor/pictures/data/188.png" alt=""></p> <p>This combination of brand <em>and</em> service positions Form as a budding pioneer in an industry that is battling with historical attitudes that served the 80% at scale, with generic products and potentially isolating beauty standards.</p> <p>Form shows that service-enabled brands selling CPG-like products can offer a powerful value proposition. It begs the question, can bigger brands deliver value in this way?</p> <h3>Product range created based on need, not optimising shelf space</h3> <p>While Form is prioritising its service, it could be argued that it is limited in terms of product volume and variety, compared to other haircare brands.</p> <p>The brand's range consists of just 10 products total, each with a specific purpose in the consumer's hair routine, from shampoo and conditioning, to styling and finishing.</p> <p><img style="width: 600px; height: 279px;" src="http://s3-eu-west-1.amazonaws.com/pmiproductionmediaassets/ckeditor/pictures/data/193.png" alt=""></p> <p>As a comparison, Form has two products under shampoo; in the UK, L'Oreal has eight times the number of products listed under shampoo alone. </p> <p>This Twitter conversation between Richie Siegal and Tristan Walker suggests this is very much by design:</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">The approach is more Apple than Microsoft, and seems to centralize demand and inventory. But I'm curious as to why. Are there exceptions?</p> — Richie Siegel (@rsiegel) <a href="https://twitter.com/rsiegel/status/879090240778096640">June 25, 2017</a> </blockquote> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">CPG companies need more product in more places within a store to secure more $. We don't have that same strategic need</p> — tristan walker (@tristanwalker) <a href="https://twitter.com/tristanwalker/status/879111830102134784">June 25, 2017</a> </blockquote> <p>Rather than having several line extensions like most CPG brands, each of Form's products serve a unique hair type or treat a specific hair issue.</p> <p>According to cosmetic scientist and founder of indie beauty brand <a href="https://mdmflow.com/">MDMFlow</a> Florence Adepoju, Form's choice of products, brand copy and ingredients combine great marketing with science:</p> <blockquote> <p>Using environmental elements and hair type to recommend products is ingenious and really helpful to (women of colour) who have varying levels of awareness of how their hair works. </p> <p>The brand copy is great; terms such as 'define curl' and 'twist style' make me feel like the solution to my hair woes are in the bottle. I've also had a look at the ingredients list and as a formulator, I'm impressed, as key conditioning and nourishing actives are included.</p> </blockquote> <p>The idea of creating products to serve a specific need in a customer-experience driven ecosystem is sound; particularly as it works in tandem with its service oriented model.</p> <p>In addition, while many haircare brands have various line extensions per product based on scent or flavour, they invariably serve the same customer - Form’s product range helps it serve as broad an audience as possible, but in an increasingly personal fashion, thus further enabling its value proposition and model.</p> <p>All of this means that rather than having to remember multiple brands and products names, all consumers need to remember is Form.</p> <p>This is key in an online world, where the serendipity of browsing shelf-space supply is being replaced by consumer demand expressed via search or peer recommendations and reviews.</p> <p>Form's product range raises the questions, "What is the value of line extensions and multiple SKUs with minimal differentiation in a service-enabled business?" Bigger brands should be asking how a change in product discovery is impacting product strategy?</p> <h3>Selling via segmentation; serving via personalisation</h3> <p>Form’s model is one that sells personalisation, but at this stage, how the products are sold better resembles advanced segmentation.</p> <p>The segmentation and product recommendations are based on an in-depth survey which explores the customer’s haircare habits, exercise regime and even humidity of their home town.</p> <p><img style="width: 600px; height: 307px;" src="http://s3-eu-west-1.amazonaws.com/pmiproductionmediaassets/ckeditor/pictures/data/189.png" alt=""></p> <p><img style="width: 600px; height: 385px;" src="http://s3-eu-west-1.amazonaws.com/pmiproductionmediaassets/ckeditor/pictures/data/190.png" alt=""></p> <p>The survey also produces snippets of advice based on which options are selected.</p> <p>While this is great, it is not quite personalisation. However, the experience that follows is a lot more personal and has the potential to provide groundbreaking service in the future.</p> <p>On top of the 1-on-1 consultations and a personal hair regime, as previously mentioned, the consumer’s hair is sent to a lab for before-and-after hair analysis.</p> <p>Not only is this a deeply personal experience that would make many potential consumers at least consider the brand, and a considerable data point for building brand trust, it could also be the beginning of a critical data flywheel.</p> <p>If Form is able to add real consumer data on the performance of its products at scale, it would allow the brand to: </p> <ul> <li>make better or new haircare products that better serve customers</li> <li>provide more accurate product recommendations and consultative judgments</li> <li>deepen the competitive moat between itself and others that attempt to emulate its model, as Form's advantage will be built on the critical mass of hair data collected as part of its programme.</li> </ul> <p>To be clear, those three bullet points are speculative on my part. However, the opportunity to be the authority in haircare based on the very real feedback of an increasingly diverse customer base is a mouth-watering opportunity.</p> <p>This strategy shows that a physical product itself doesn’t need to be customisable in order to add a personal element.</p> <p>There is much more to explore here, in particular regarding distribution and sales strategy (Form plans to sell in retail outlets next month and will likely add a subscription element in due course).</p> <p>The implications of a world where commerce can be digital and a diverse range of customers expect personalised experiences are far-reaching and likely apply to many CPG (and similar) products across the board.</p> <p>While it is premature to say Form has it completely right, they have certainly made a stellar start.</p>